This is a light-hearted walkthrough of product managers for designers, intended to help bridge the gap in understanding about the different roles and how to make the product manager / designer relationship stronger and more productive.
This document provides an overview of Lean UX and Lean Startup principles and processes. It discusses concepts like minimizing waste, formulating hypotheses rather than requirements, iterative design and testing, and focusing on learning from customers. Key aspects covered include collaborative ideation, generating options rather than single solutions, designing minimum viable products to test learning quickly, and using metrics focused on actionable insights rather than vanity metrics. The overall goal is to provide a process for customer development and learning through iterative design, testing, and incorporating customer feedback.
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
Robert Fan - 2012 Lean Startup ConferenceEric Ries
This document discusses the challenges of sustaining disruptive innovation after a startup achieves success. It notes that it can be harder to innovate within a successful startup due to competing demands on resources and pressure to maintain existing revenue streams. The document outlines three steps the author took to continue disruptive innovation at their startup: 1) Create the right environment by isolating resources and not overpromising changes, 2) Set goals and boundaries through customer development and building minimal viable products, and 3) Use milestones and progress checks separate from existing workflows to regularly assess assumptions and iterate differently than before.
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Rishi Dean
These slides were used to facilitate a discussion of entrepreneurial MIT alums, mainly from the MIT Sloan business school. My intention was to introduce many of the newer, leaner concepts of early stage start-up development to a group that often sees "technology first" businesses.
This presentation centers on the concept of Product / Market Fit: what it is, why it's important, and how to achieve it. I propose my "Product Market Fit Matrix" that helps to characterize the issues of the start-up and presents various frameworks that can help guide development. In a sense the Product / Market Fit Matrix is a meta-framework.
For more information please visit: http://www.rishidean.com
Lean Startup Customer Development InterviewFranck Debane
The document provides an overview of the Lean Startup methodology. It discusses:
1) Traditional approaches to starting companies often involve writing business plans, raising funding, and building products without customer feedback which leads to high failure rates.
2) Lean Startup flips this process by focusing first on discovering customer problems through interviews and validations, then rapidly building minimum viable products to test solutions with customers.
3) The goal is to gather feedback to learn which assumptions are valid and pivot as needed, rather than wasting resources on solutions customers don't want. This allows startups to succeed by developing products customers need.
My take on Eric Ries' book The Lean Startup, as presented to my colleagues at XING Barcelona.
DISCLAIMER: This is a sketched presentation. Can be disappointing.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
This document provides an overview of Lean UX and Lean Startup principles and processes. It discusses concepts like minimizing waste, formulating hypotheses rather than requirements, iterative design and testing, and focusing on learning from customers. Key aspects covered include collaborative ideation, generating options rather than single solutions, designing minimum viable products to test learning quickly, and using metrics focused on actionable insights rather than vanity metrics. The overall goal is to provide a process for customer development and learning through iterative design, testing, and incorporating customer feedback.
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
Robert Fan - 2012 Lean Startup ConferenceEric Ries
This document discusses the challenges of sustaining disruptive innovation after a startup achieves success. It notes that it can be harder to innovate within a successful startup due to competing demands on resources and pressure to maintain existing revenue streams. The document outlines three steps the author took to continue disruptive innovation at their startup: 1) Create the right environment by isolating resources and not overpromising changes, 2) Set goals and boundaries through customer development and building minimal viable products, and 3) Use milestones and progress checks separate from existing workflows to regularly assess assumptions and iterate differently than before.
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Rishi Dean
These slides were used to facilitate a discussion of entrepreneurial MIT alums, mainly from the MIT Sloan business school. My intention was to introduce many of the newer, leaner concepts of early stage start-up development to a group that often sees "technology first" businesses.
This presentation centers on the concept of Product / Market Fit: what it is, why it's important, and how to achieve it. I propose my "Product Market Fit Matrix" that helps to characterize the issues of the start-up and presents various frameworks that can help guide development. In a sense the Product / Market Fit Matrix is a meta-framework.
For more information please visit: http://www.rishidean.com
Lean Startup Customer Development InterviewFranck Debane
The document provides an overview of the Lean Startup methodology. It discusses:
1) Traditional approaches to starting companies often involve writing business plans, raising funding, and building products without customer feedback which leads to high failure rates.
2) Lean Startup flips this process by focusing first on discovering customer problems through interviews and validations, then rapidly building minimum viable products to test solutions with customers.
3) The goal is to gather feedback to learn which assumptions are valid and pivot as needed, rather than wasting resources on solutions customers don't want. This allows startups to succeed by developing products customers need.
My take on Eric Ries' book The Lean Startup, as presented to my colleagues at XING Barcelona.
DISCLAIMER: This is a sketched presentation. Can be disappointing.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
The document discusses the principles and practices of Lean Startup as it relates to product management. It defines Lean Startup as focusing on eliminating waste, iterating quickly through build-measure-learn cycles to validate learning and achieve product-market fit. Key aspects of Lean Startup discussed include capturing business model hypotheses, systematically testing plans through experiments, building minimum viable products to test with customers, and iterating based on validated learning to improve the product.
2011 10 12 eric ries lean startup web 2.0 expo ny keynoteEric Ries
The document discusses principles of the Lean Startup methodology. It emphasizes validating ideas with customers through minimum viable products and rapid experimentation (build-measure-learn loop), using metrics to determine when to pivot an idea that is not working or persevere with one that shows promise. The goal is to minimize the time and money spent on ideas that are not viable so entrepreneurs can focus on their most promising opportunities.
Design thinking and lean startup are both human-centered approaches to innovation that focus on integrating customer needs. The lean startup approach emphasizes rapid iteration to validate hypotheses through minimum viable products and customer feedback, while pivoting when needed. It involves three stages - problem/solution fit, product/market fit, and scaling. The goal is to minimize time spent learning by testing ideas quickly with customers.
Sachin Rekhi shares the 4 dimensions of product management (vision, strategy, design, execution), discusses where product managers fit in the R&D organization, and how product management roles differ across and within companies.
Lean Product Development using Design ThinkingAgedo GmbH
The document discusses lean product development using design thinking. It notes that with limited resources and uncertainty in customers, products, values and markets, the only certainty is uncertainty. It advocates applying simplicity to address scarce resources like time, money and effort. The document introduces the Lean Design Sprint process which includes steps to understand problems, diverge possible solutions, converge on the best ideas, quickly prototype solutions, and validate assumptions by testing prototypes with customers. The goal is to repeat the process to iteratively refine products based on learning.
This document outlines an innovation accounting framework for startups. It discusses (1) establishing standard metrics like acquisition, activation, retention, revenue, and referral (known as pirate metrics); (2) measuring everything as cohorts over time; (3) focusing on a single key metric while still monitoring the full customer lifecycle; and (4) building continuous feedback loops with customers to rapidly test hypotheses through experiments and lifecycle messaging. The framework emphasizes using metrics, experiments, and a focus on the customer experience and lifecycle to drive business model innovation.
The document discusses techniques for building startups using a lean startup methodology. It advocates for building minimum viable products and rapidly iterating based on customer feedback. Key principles include continuous deployment of code, conducting split tests to validate hypotheses, and using metrics to measure progress and make decisions. The goal is to minimize the time to learn what customers want through short development cycles and frequent releases.
PDMA 2008 World Class Web 2.0 Product OrgAdam Nash
This is the presentation from the PDMA 2008 presentation by Adam Nash on "Building a World-Class Web 2.0 Product Organization" from September 15, 2008.
How To Scale Your Product Through Experimentation w/ Milena Court, Product Ma...TheFamily
A detrimental mistake many startups do is neglecting product experimentation. They focus mainly on experimentation in marketing - optimising ads, copy, creatives, landing pages - because it's relatively easy to do. But this kind of negligence is extremely damaging for your success!
But why don't more startups do this then?
EARLY-STAGE - Specific challenges:
-No budget: “proper” testing tools quite expensive
-Little data to play with
-Not sure what to experiment on / what moves the metrics
massively?
-No time; need to focus on the business
GROWTH STAGE - Specific challenges:
-More budget now, but limited by free tools
-More data about what's happening but not really sure why it's
happening
-So many ideas and opportunities, how to prioritise?
SCALING STAGE - Specific challenges:
-All tools in place, but now constrained by tech time: experiments
need to be “bigger” to have impact + are competing with other
projects
-Harder to experiment with the core product, the company is
branching out on other products
-Experimentation becomes scarier: more users, more to lose,
users get used to things being a certain way (“Why did they
change the UI again?”)
Milena Court, Product Manager in the Growth Squad at Tails.com, joined us at The Family to share her incredible expertise and explain how to overcome the above challenges!
Introduction to Lean Startup leading up to a 3-hour workshop. Presented by me at EFYI (European Forum for Young Innovators) 2016, conference organized by Poland Innovative (Polska Innowacyjna).
Customer interview presentation at Lean Startup Machine Amman-Jordan.
Describe best practice, what to do, what not, where to find your customers and what to ask them, as part of customer discovery process (Cus_Dev & Lean Startup methodology)
This document summarizes lessons learned by Adam Nash over 20 years of product management experience. It discusses that product managers are judged by their products' results, not their authority. It also discusses prioritizing features into three buckets: metrics movers to drive revenue, customer requests to maintain trust, and delight features to inspire loyalty. Great products combine all three. Understanding what drives virality and engagement is also key. Product teams should focus on reducing friction but also increasing desire. Simplicity is important - products should do the core job simply without extraneous features. A great product leader focuses on behavior, values, and continuous learning as products are never truly finished.
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
The document provides an overview of user experience (UX) design presented by Yael Keren. It defines UX as how a person feels when interacting with a system. Key aspects of UX include learnability, efficiency, affordance, and more. The UX process involves task analysis, conceptual design, detailed design, and validation. Research with users is important to understand tasks, goals, and usability issues. Gestalt principles like proximity and closure can help with visual perception. The document emphasizes designing for the user's needs, testing designs, and ensuring simplicity, feedback and control in the user experience.
Going from Good to Great with Concept TestingAtlassian
Running experiments in your product will tell you what your customers are doing, but they don't often tell you why they're doing it. So even after experimenting, you can be left wondering: which option would be better to ship? One way that Atlassian has tackled this is by taking the "concept testing" technique to a whole new level. Get a first-hand look into how we run concept tests to extract the right insights – before a single line of code has been written. You'll learn how they can work side-by-side with quantitative experimentation to help you get smarter metrics, and have greater confidence in knowing how to take your product from good to great.
PMI region globale - intro lean startupFranck Debane
This webinar discusses the Lean Startup methodology for project management. The Lean Startup approach emphasizes validating business ideas with customers early through minimum viable products and experiments, rather than relying on business plans. It outlines key Lean Startup principles like the customer feedback loop, where assumptions are tested through small experiments and iterations based on learnings. Three essential Lean Startup tools - the business model canvas, assumption mapping, and customer feedback loop - are presented as ways to systematically test risks and learn through customer interactions whether to pivot or move forward with an idea. The webinar contrasts the Lean Startup approach which starts with unknown problems and solutions with traditional waterfall and agile development models.
Prioritising Everything: Making Decisions When Nothing Makes Sense w/ John Si...TheFamily
The convention in startupland is that moving fast, putting in the energy, time and work are the guiding principles that yield results - and ultimately growth. While these are key factors in how we prioritise experiments and make decisions, there's one element missing - direction. What's often ignored in the prioritisation process are the vectors of velocity, momentum, and lift as they relate to how we decide what to do next.
Choosing the 'right' thing to experiment on
-Litmus tests for understanding the health of users
-Strategies for product scoping, and growth
-Arriving to the right metrics
Being comfortable with change
-Knowing team and what brings them energy
-The evolution of processes over time
-Growing product, team, culture, and community in flux
Coming to conclusions and the next choice
-Reflection and retrospectives
-Learning to say "No" or, "Not right now"
-Picking the next thing to work/experiment on
John Sirisuth, Head of Growth at OurPath, joined us at The Family to share his early insights on leading Growth, prioritising experiments, and creating a company culture where Growth is all-hands-on-deck.
This document discusses agile metrics and why they matter. It begins with an introduction to Erik Weber and his background. It then provides a brief history of metrics usage, comparing traditional and agile environments. In traditional environments, metrics were often used punitively with negative effects, while agile focuses on building quality in through practices like definition of done. The document cautions that the only metric that truly matters is customer feedback. It discusses the human side of metrics, like the Hawthorne effect, and suggests focusing on outcomes rather than outputs. Finally, it provides examples of agile metrics like sprint burndowns, velocity, throughput and happiness that can provide value when used appropriately.
Bogdan Onyshchenko: Як стати кращим Продакт Менеджером? 11 порад з особистого...Lviv Startup Club
This document provides 11 tips for becoming a better product manager from personal experience. The tips include starting to say "no" to focus efforts, having a single product backlog as the source of truth, managing stakeholders effectively through grouping, being aware of company politics, being involved in many areas of product development, making decisions based on data and empirical evidence, delaying releases if work is unfinished, planning one's own agenda, focusing on the product success over personal success, and committing to continuous learning from mistakes.
The document discusses the principles and practices of Lean Startup as it relates to product management. It defines Lean Startup as focusing on eliminating waste, iterating quickly through build-measure-learn cycles to validate learning and achieve product-market fit. Key aspects of Lean Startup discussed include capturing business model hypotheses, systematically testing plans through experiments, building minimum viable products to test with customers, and iterating based on validated learning to improve the product.
2011 10 12 eric ries lean startup web 2.0 expo ny keynoteEric Ries
The document discusses principles of the Lean Startup methodology. It emphasizes validating ideas with customers through minimum viable products and rapid experimentation (build-measure-learn loop), using metrics to determine when to pivot an idea that is not working or persevere with one that shows promise. The goal is to minimize the time and money spent on ideas that are not viable so entrepreneurs can focus on their most promising opportunities.
Design thinking and lean startup are both human-centered approaches to innovation that focus on integrating customer needs. The lean startup approach emphasizes rapid iteration to validate hypotheses through minimum viable products and customer feedback, while pivoting when needed. It involves three stages - problem/solution fit, product/market fit, and scaling. The goal is to minimize time spent learning by testing ideas quickly with customers.
Sachin Rekhi shares the 4 dimensions of product management (vision, strategy, design, execution), discusses where product managers fit in the R&D organization, and how product management roles differ across and within companies.
Lean Product Development using Design ThinkingAgedo GmbH
The document discusses lean product development using design thinking. It notes that with limited resources and uncertainty in customers, products, values and markets, the only certainty is uncertainty. It advocates applying simplicity to address scarce resources like time, money and effort. The document introduces the Lean Design Sprint process which includes steps to understand problems, diverge possible solutions, converge on the best ideas, quickly prototype solutions, and validate assumptions by testing prototypes with customers. The goal is to repeat the process to iteratively refine products based on learning.
This document outlines an innovation accounting framework for startups. It discusses (1) establishing standard metrics like acquisition, activation, retention, revenue, and referral (known as pirate metrics); (2) measuring everything as cohorts over time; (3) focusing on a single key metric while still monitoring the full customer lifecycle; and (4) building continuous feedback loops with customers to rapidly test hypotheses through experiments and lifecycle messaging. The framework emphasizes using metrics, experiments, and a focus on the customer experience and lifecycle to drive business model innovation.
The document discusses techniques for building startups using a lean startup methodology. It advocates for building minimum viable products and rapidly iterating based on customer feedback. Key principles include continuous deployment of code, conducting split tests to validate hypotheses, and using metrics to measure progress and make decisions. The goal is to minimize the time to learn what customers want through short development cycles and frequent releases.
PDMA 2008 World Class Web 2.0 Product OrgAdam Nash
This is the presentation from the PDMA 2008 presentation by Adam Nash on "Building a World-Class Web 2.0 Product Organization" from September 15, 2008.
How To Scale Your Product Through Experimentation w/ Milena Court, Product Ma...TheFamily
A detrimental mistake many startups do is neglecting product experimentation. They focus mainly on experimentation in marketing - optimising ads, copy, creatives, landing pages - because it's relatively easy to do. But this kind of negligence is extremely damaging for your success!
But why don't more startups do this then?
EARLY-STAGE - Specific challenges:
-No budget: “proper” testing tools quite expensive
-Little data to play with
-Not sure what to experiment on / what moves the metrics
massively?
-No time; need to focus on the business
GROWTH STAGE - Specific challenges:
-More budget now, but limited by free tools
-More data about what's happening but not really sure why it's
happening
-So many ideas and opportunities, how to prioritise?
SCALING STAGE - Specific challenges:
-All tools in place, but now constrained by tech time: experiments
need to be “bigger” to have impact + are competing with other
projects
-Harder to experiment with the core product, the company is
branching out on other products
-Experimentation becomes scarier: more users, more to lose,
users get used to things being a certain way (“Why did they
change the UI again?”)
Milena Court, Product Manager in the Growth Squad at Tails.com, joined us at The Family to share her incredible expertise and explain how to overcome the above challenges!
Introduction to Lean Startup leading up to a 3-hour workshop. Presented by me at EFYI (European Forum for Young Innovators) 2016, conference organized by Poland Innovative (Polska Innowacyjna).
Customer interview presentation at Lean Startup Machine Amman-Jordan.
Describe best practice, what to do, what not, where to find your customers and what to ask them, as part of customer discovery process (Cus_Dev & Lean Startup methodology)
This document summarizes lessons learned by Adam Nash over 20 years of product management experience. It discusses that product managers are judged by their products' results, not their authority. It also discusses prioritizing features into three buckets: metrics movers to drive revenue, customer requests to maintain trust, and delight features to inspire loyalty. Great products combine all three. Understanding what drives virality and engagement is also key. Product teams should focus on reducing friction but also increasing desire. Simplicity is important - products should do the core job simply without extraneous features. A great product leader focuses on behavior, values, and continuous learning as products are never truly finished.
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
The document provides an overview of user experience (UX) design presented by Yael Keren. It defines UX as how a person feels when interacting with a system. Key aspects of UX include learnability, efficiency, affordance, and more. The UX process involves task analysis, conceptual design, detailed design, and validation. Research with users is important to understand tasks, goals, and usability issues. Gestalt principles like proximity and closure can help with visual perception. The document emphasizes designing for the user's needs, testing designs, and ensuring simplicity, feedback and control in the user experience.
Going from Good to Great with Concept TestingAtlassian
Running experiments in your product will tell you what your customers are doing, but they don't often tell you why they're doing it. So even after experimenting, you can be left wondering: which option would be better to ship? One way that Atlassian has tackled this is by taking the "concept testing" technique to a whole new level. Get a first-hand look into how we run concept tests to extract the right insights – before a single line of code has been written. You'll learn how they can work side-by-side with quantitative experimentation to help you get smarter metrics, and have greater confidence in knowing how to take your product from good to great.
PMI region globale - intro lean startupFranck Debane
This webinar discusses the Lean Startup methodology for project management. The Lean Startup approach emphasizes validating business ideas with customers early through minimum viable products and experiments, rather than relying on business plans. It outlines key Lean Startup principles like the customer feedback loop, where assumptions are tested through small experiments and iterations based on learnings. Three essential Lean Startup tools - the business model canvas, assumption mapping, and customer feedback loop - are presented as ways to systematically test risks and learn through customer interactions whether to pivot or move forward with an idea. The webinar contrasts the Lean Startup approach which starts with unknown problems and solutions with traditional waterfall and agile development models.
Prioritising Everything: Making Decisions When Nothing Makes Sense w/ John Si...TheFamily
The convention in startupland is that moving fast, putting in the energy, time and work are the guiding principles that yield results - and ultimately growth. While these are key factors in how we prioritise experiments and make decisions, there's one element missing - direction. What's often ignored in the prioritisation process are the vectors of velocity, momentum, and lift as they relate to how we decide what to do next.
Choosing the 'right' thing to experiment on
-Litmus tests for understanding the health of users
-Strategies for product scoping, and growth
-Arriving to the right metrics
Being comfortable with change
-Knowing team and what brings them energy
-The evolution of processes over time
-Growing product, team, culture, and community in flux
Coming to conclusions and the next choice
-Reflection and retrospectives
-Learning to say "No" or, "Not right now"
-Picking the next thing to work/experiment on
John Sirisuth, Head of Growth at OurPath, joined us at The Family to share his early insights on leading Growth, prioritising experiments, and creating a company culture where Growth is all-hands-on-deck.
This document discusses agile metrics and why they matter. It begins with an introduction to Erik Weber and his background. It then provides a brief history of metrics usage, comparing traditional and agile environments. In traditional environments, metrics were often used punitively with negative effects, while agile focuses on building quality in through practices like definition of done. The document cautions that the only metric that truly matters is customer feedback. It discusses the human side of metrics, like the Hawthorne effect, and suggests focusing on outcomes rather than outputs. Finally, it provides examples of agile metrics like sprint burndowns, velocity, throughput and happiness that can provide value when used appropriately.
Bogdan Onyshchenko: Як стати кращим Продакт Менеджером? 11 порад з особистого...Lviv Startup Club
This document provides 11 tips for becoming a better product manager from personal experience. The tips include starting to say "no" to focus efforts, having a single product backlog as the source of truth, managing stakeholders effectively through grouping, being aware of company politics, being involved in many areas of product development, making decisions based on data and empirical evidence, delaying releases if work is unfinished, planning one's own agenda, focusing on the product success over personal success, and committing to continuous learning from mistakes.
This document provides an overview of customer service and support (SAS). It defines SAS as assisting customers in using a product effectively and discusses how SAS differs from general customer service. The document also outlines best practices for SAS including following standards like ITIL, collecting feedback, and continuously improving based on customer input. Challenges of SAS like technology selection and meeting service levels are also addressed.
The right stuff - Orchestrating experiments at scalematteo cavucci
Ideas are never a problem. Each team working on a software project knows how easy is to fill the backlog with 100 new things to build. The most challenging part comes when it's necessary to make decisions about what to include or exclude. How can we connect the work to high-level business results, and at the same time, leave the space for exploring uncertainty? This talk describes an outcome-first approach to strategy and prioritization. With examples coming from a real-life experience, it shows how it's possible to balance team autonomy with a coherent global product vision. How a value-based prioritization creates an adaptive, learning culture, and enable cross-functional and collaborative decision making.
This document outlines a course to help small and medium enterprises (SMEs) transform from chaos to success within 90 days. The course will teach entrepreneurs to identify their main constraints using tools from the Theory of Constraints. Participants will then learn how to exploit and elevate these constraints to increase throughput and results. The course involves analyzing businesses, identifying leverage points, developing action plans, and implementing changes while monitoring progress. The goal is to help SMEs significantly grow their revenue, reduce costs, and move the Indian economy from third world to first world status.
The document discusses employee relations research and communications for an organization. It covers researching the size and nature of the workforce as well as their reputation and satisfaction. It also discusses communicating differently to happy versus disgruntled employees. The document outlines researching existing employee communication methods and their credibility. It discusses communicating to different employee groups and levels. It provides objectives and examples of employee communications programming, controlled and uncontrolled media, and ways to evaluate if communication objectives were achieved through behavior or perception changes.
The document discusses employee relations research and communications for an organization. It covers researching the size and nature of the workforce as well as their reputation and satisfaction. It also discusses communicating differently to happy versus disgruntled employees. The document outlines researching existing employee communication methods and their credibility. It discusses communicating to different employee groups and levels. It provides objectives and examples of employee communications programming, controlled and uncontrolled media, and ways to evaluate if communication objectives were achieved through behavior or perception changes.
Human beings optimize what they measure. If you manage the wrong metric, you will fail to achieve your desired outcome. But It doesn’t have to be this way.
The best skill startup investors have is choosing the right metric. They know that return on investment is years away, therefore they must have the ability to track progress toward the return.
If we can’t measure money and we can’t measure team productivity, what’s left?
In this highly actionable presentation, author and Startup founder Brant Cooper introduced the VALUE STREAM DISCOVERY TOOL, a step-by-step process for determining the right metrics to focus on. You’ll learn how to evaluate how customers behave throughout their journey, what tactics you might use to elicit that behavior, and how to measure their progress.
Additionally, the framework can be used to measure the progress of virtually any internal project, including innovation programs themselves!
This document provides 10 tips for new product managers to get off to a flying start in their new role. The tips include finding the right people to talk to, asking smart questions to understand customer needs, analyzing the collected data without jumping to solutions, understanding the product through use and research, measuring the right key performance indicators, communicating findings internally, and continually developing skills to improve performance. The overall message is that good product management is about delivering customer-centric products that provide business value through a blend of logic, insight and creativity.
Improving Marketing Decision Making - 10 Recommendations for Making Better De...Dean Harris
The document provides recommendations for making better marketing decisions in an uncertain world. It begins with a hypothetical scenario about a marketing manager of an established brand that has lost significant market share. It then outlines 10 recommendations for navigating uncertainty which include accepting uncertainty, being decision-focused over data-focused, spelling out hypotheses, decreasing feedback cycles, seeking non-confirming evidence, and engaging in judgment across organizations. An example case study of Zara's approach is also provided.
The document provides guidance on starting a business or social enterprise. It discusses defining problems and opportunities, generating business ideas, developing a business model and plan, and managing risks and growth. Key elements include defining a vision and goals, understanding customers and competition, developing financial and marketing plans, building a strong team, and addressing challenges through an iterative planning process. The overall message is on using strategic planning tools to structure an initiative that creates social impact.
The document discusses how organizations can achieve excellence through process improvements. It recommends that companies streamline processes to free up resources, reduce costs, and improve efficiency. A 5-step approach is provided: 1) plan information gathering, 2) identify problems, 3) set desired outcomes, 4) map processes, and 5) analyze for improvements. Continuous improvements are emphasized through annual process reviews and a focus on sustainability. The presenters encourage participants to assess their processes and teams to drive effective change.
Building and scaling a product team is a challenge that every successful product company faces. Brainmates hosted this Sydney AU meetup where we talked about:
- When and how does a startup hire its first product manager?
- Division of labor: how do we grow from one to three to many product folks?
- End-to-end management of product elements/features, or product owner and business owner roles?
- How big is too big?
The document discusses continuous improvement at DuPont through respect for people. It outlines values of safety, environmental stewardship, ethics and respect. Respect for people involves creating a respectful culture that embraces differences and individuality. The document then lists ways that people may not feel respected or included. It provides an agenda for a meeting covering continuous improvement tools and generating project ideas. The meeting reviews concepts like lean, waste elimination and goals of variability, visibility and velocity. Opportunities and tools for improvement are discussed, including 5S, visual management and autonomous maintenance.
Construction Future Wales Performance Management (Benchmarking) 2016Rae Davies
Benchmarking can help companies improve performance by learning from others. Formal benchmarking involves comparing key performance indicators (KPIs) to best-in-class competitors. The Construction Futures Wales program helps companies develop KPIs across financial, customer, process, and learning/growth perspectives. Companies complete a benchmark questionnaire and have their data analyzed against similar companies to identify performance gaps and growth opportunities. The program provides benchmark reports and support to help companies improve performance over time based on objective metrics and targets.
This document outlines Lean UX principles and processes. Some key points:
- Lean UX follows principles of design thinking, agile development, and lean startup to improve user experience through cross-functional collaboration, continuous learning and iteration.
- Teams are small, focused on solving one problem at a time through hypothesis-driven experiments rather than predefined features. The goal is to learn from users, not just produce outputs.
- The process involves declaring assumptions, creating minimum viable products to test hypotheses, running experiments to get user feedback, and using insights to iterate quickly through small batches.
- Personas, user stories and features are defined based on the problem statement and assumptions to guide collaborative design and rapid protot
The document discusses challenges with traditional waterfall software development approaches and makes the case for adopting agile methodologies. Some key points:
- Traditional approaches focus too much on upfront planning and scope definition, which often leads to changes later on that cause delays and missed deadlines.
- Agile prioritizes delivering working software frequently in short iterations to get early customer feedback and make adjustments more easily.
- Scrum is introduced as a popular agile framework that emphasizes self-organizing cross-functional teams, short development cycles called sprints, and flexibility to change requirements.
- A transformation is needed across the organization to shift from traditional command-and-control styles to collaborative agile values like continuous
Semelhante a How to Get the Most Out of Your Product Manager (20)
Stanford CS 007-03 (2022): Personal Finance for Engineers / CompensationAdam Nash
These are the slides from the 3rd session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on October 11, 2022. This seminar covers compensation, equity & comparing offers.
Stanford CS 007-02 (2022): Personal Finance for Engineers / Behavioral FinanceAdam Nash
These are the slides from the 2nd session of the Stanford University class, CS 007 "Personal Finance for Engineers," given on October 4, 2022. This seminar covers the topic of Behavioral Finance.
Stanford CS 007-01 (2022): Personal Finance for Engineers / IntroductionAdam Nash
These are the slides from the 1st session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on September 27, 2022. This seminar covers a survey of the students enrolled in the course, with an overview of the topics to be covered over the course of the series.
Stanford CS 007-10 (2021): Personal Finance for Engineers / Additional Topics...Adam Nash
These are the slides from the 10th session of the Stanford University class, CS 007 "Personal Finance for Engineers" offered on December 7, 2021. This seminar covers student requested additional topics for the course, including bitcoin / cryptocurrency, derivatives, futures, options, private equity & venture capital.
Stanford CS 007-09 (2021): Personal Finance for Engineers / Real EstateAdam Nash
These are the slides from the 9th session of the Stanford University class, CS 007 "Personal Finance for Engineers" offered on November 30, 2021. This seminar covers real estate and related financial decisions: buying, renting, rent vs. buy, real estate investment, rental properties & tax advantages.
Stanford CS 007-08 (2021): Personal Finance for Engineers / Financial Plannin...Adam Nash
These are the slides from the 8th session of the Stanford University class, CS 007 "Personal Finance for Engineers" offered on November 16, 2021. This seminar covers financial planning, financial goals, couples & life insurance.
Stanford CS 007-07 (2021): Personal Finance for Engineers / InvestingAdam Nash
These are the slides from the 7th session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on November 9, 2021. This seminar covers compounding, types of investments, diversification, how to invest, and the four keys to good investing (all boring).
Stanford CS 007-06 (2021): Personal Finance for Engineers / DebtAdam Nash
These are the slides from the 6th session of the Stanford University class, CS 007 "Personal Finance for Engineers" on October 26, 2021. This seminar focuses on compounding, mortgages, auto loans, student loans, credit cards and credit scores.
Stanford CS 007-05 (2021): Personal Finance for Engineers / Assets & Net WorthAdam Nash
These are the slides from the 5th session of the Stanford University class, CS 007 "Personal Finance for Engineers" taught on October 19, 2021. This seminar focuses on liquidity, emergency funds, assets & liabilities, and net worth.
Stanford CS 007-04 (2021): Personal Finance for Engineers / Savings & BudgetsAdam Nash
These are the slides from the 4th session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on October 12, 2021. This seminar covers savings rates, income & expenses & budgeting.
Stanford CS 007-2 (2021): Personal Finance for Engineers / Behavioral FinanceAdam Nash
These are the slides from the 2nd session of the Stanford University class, CS 007 "Personal Finance for Engineers," given on September 28, 2021. This seminar covers the topic of Behavioral Finance.
Stanford CS 007-01 (2021): Personal Finance for Engineers / IntroductionAdam Nash
These are the slides from the 1st session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on September 21, 2021. This seminar covers a survey of the students enrolled in the course, with an overview of the topics to be covered over the course of the series.
Stanford CS 007-10 (2020): Personal Finance for Engineers / Additional Topics...Adam Nash
These are the slides from the 10th session of the Stanford University class, CS 007 "Personal Finance for Engineers" offered in November 2020. This seminar covers student requested additional topics for the course, including bitcoin / cryptocurrency, derivatives, futures, options, private equity & venture capital.
Stanford CS 007-09 (2020): Personal Finance for Engineers / Real EstateAdam Nash
This document provides an overview of personal finance topics related to real estate, including buying a primary residence, renting, investing in rental properties, and the tax advantages of real estate. Some key points covered include:
- Real estate is typically the largest financial commitment and investment for most households. It has costs associated with buying, selling, owning, and maintaining a property.
- The decision to buy vs. rent involves weighing financial, practical, and emotional factors. Renting provides flexibility while buying is often seen as a forced savings plan and long-term investment.
- Investing in rental properties allows earning income from rents but also requires actively managing the properties. Real estate has generally earned returns comparable to stocks over
Stanford CS 007-08 (2020): Personal Finance for Engineers / Financial Plannin...Adam Nash
These are the slides from the 8th session of the Stanford University class, CS 007 "Personal Finance for Engineers" offered on November 3, 2020. This seminar covers financial planning, financial goals, couples & life insurance.
Stanford CS 007-07 (2020): Personal Finance for Engineers / InvestingAdam Nash
These are the slides from the 7th session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on October 27, 2020. This seminar covers compounding, types of investments, diversification, how to invest, and the four keys to good investing (all boring).
Stanford CS 007-06 (2020): Personal Finance for Engineers / DebtAdam Nash
These are the slides from the 6th session of the Stanford University class, CS 007 "Personal Finance for Engineers" This seminar focuses on compounding, mortgages, auto loans, student loans, credit cards and credit scores.
Stanford CS 007-05 (2020): Personal Finance for Engineers / Assets & Net WorthAdam Nash
These are the slides from the 5th session of the Stanford University class, CS 007 "Personal Finance for Engineers" This seminar focuses on liquidity, emergency funds, assets & liabilities, and net worth.
Stanford CS 007-2 (2020): Personal Finance for Engineers / Behavioral FinanceAdam Nash
These are the slides from the 2nd session of the Stanford University class, CS 007 "Personal Finance for Engineers," given on September 22, 2020. This seminar covers the topic of Behavioral Finance.
Stanford CS 007-01 (2020): Personal Finance for Engineers / IntroductionAdam Nash
These are the slides from the 1st session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on September 15, 2020. This seminar covers a survey of the students enrolled in the course, with an overview of the topics to be covered over the course of the series.
Rethinking Kållered │ From Big Box to a Reuse Hub: A Transformation Journey ...SirmaDuztepeliler
"Rethinking Kållered │ From Big Box to a Reuse Hub: A Transformation Journey Toward Sustainability"
The booklet of my master’s thesis at the Department of Architecture and Civil Engineering at Chalmers University of Technology. (Gothenburg, Sweden)
This thesis explores the transformation of the vacated (2023) IKEA store in Kållered, Sweden, into a "Reuse Hub" addressing various user types. The project aims to create a model for circular and sustainable economic practices that promote resource efficiency, waste reduction, and a shift in societal overconsumption patterns.
Reuse, though crucial in the circular economy, is one of the least studied areas. Most materials with reuse potential, especially in the construction sector, are recycled (downcycled), causing a greater loss of resources and energy. My project addresses barriers to reuse, such as difficult access to materials, storage, and logistics issues.
Aims:
• Enhancing Access to Reclaimed Materials: Creating a hub for reclaimed construction materials for both institutional and individual needs.
• Promoting Circular Economy: Showcasing the potential and variety of reusable materials and how they can drive a circular economy.
• Fostering Community Engagement: Developing spaces for social interaction around reuse-focused stores and workshops.
• Raising Awareness: Transforming a former consumerist symbol into a center for circular practices.
Highlights:
• The project emphasizes cross-sector collaboration with producers and wholesalers to repurpose surplus materials before they enter the recycling phase.
• This project can serve as a prototype for reusing many idle commercial buildings in different scales and sizes.
• The findings indicate that transforming large vacant properties can support sustainable practices and present an economically attractive business model with high social returns at the same time.
• It highlights the potential of how sustainable practices in the construction sector can drive societal change.
1. Getting the Most from
your Product Manager
A tale from the other side
Adam Nash
August 26, 2011
2. Product Managers
Complaints
• Too short term focused
• Too metrics focused
• Don’t define the “user” or “use case” well
• Don’t care about quality
• Want fast not great
• Prioritize increments over transformation
19. What Makes a Great
Product Manager
Business UX
Technology
20. What Do We Demand
of Product Managers?
• Strategy
How do we win the game, and how do we
keep score?
• Prioritization
What are the steps from here to there, and
what order do we do them in?
• Execution
For this phase, what’s the list of what has to
get done, and are we on track?
21. Results Matter
• In the end, we judge product managers by
whether they “win games”
• They don’t play the game, but they are
judged by the record of their products
• They cover any gaps. No excuses.
• Responsibility, often without authority
22. How do you get the
most from them?
• Explicitly require them to fill expectations:
strategy & metrics, prioritization, execution
• Recognize you’ll be more risk tolerant of radical change in
some cases
• Recognize you’ll be more risk averse around inconsistency
or quality
• Use your insights, user focus, empathy, and inspiration to
avoid problems and to create new solutions
• Visualization is your superpower. Over producing to frame
discussions & decisions is often the right approach